Managing subsidiary dynamics: headquarters role, capability development and China strategy
A major development in recent research on the multinational enterprise (MNE) is the increased attention given to the interdependent, differentiated roles of the subsidiaries and their implications for MNE and subsidiary management. Paralleling this development is the shift away from studying subsidi...
Gespeichert in:
| Weitere beteiligte Personen: | , , |
|---|---|
| Format: | E-Book |
| Sprache: | Englisch |
| Veröffentlicht: |
Bingley
Emerald Jai
2009
|
| Schriftenreihe: | Advances in international management
v. 22 |
| Links: | https://doi.org/10.1108/S1571-5027(2009)22 |
| Zusammenfassung: | A major development in recent research on the multinational enterprise (MNE) is the increased attention given to the interdependent, differentiated roles of the subsidiaries and their implications for MNE and subsidiary management. Paralleling this development is the shift away from studying subsidiaries as subunits to be controlled by the headquarters to investigating what subsidiaries do and how their activities can help develop firm-specific advantages. This volume includes contributions from leading scholars in the field from North America, Europe, and Asia-Pacific. Different from the traditional, single-discipline based investigation, it presents a multi-disciplinary approach to researching subsidiary dynamics and its effective management, with a focus on three important issues: the role of the headquarters within the context of subsidiaries as members of a differentiated, interdependent network; the development of subsidiary capabilities and their impact on firm performance; and, subsidiaries as learning agents for the MNE, particularly in emerging markets such as China. |
| Umfang: | 1 Online-Ressource (xvi, 247 Seiten) Illustrationen |
| ISBN: | 1848556675 (electronic bk.) : 9781848556676 (electronic bk.) : |
| ISSN: | 1571-5027 |
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| 520 | |a A major development in recent research on the multinational enterprise (MNE) is the increased attention given to the interdependent, differentiated roles of the subsidiaries and their implications for MNE and subsidiary management. Paralleling this development is the shift away from studying subsidiaries as subunits to be controlled by the headquarters to investigating what subsidiaries do and how their activities can help develop firm-specific advantages. This volume includes contributions from leading scholars in the field from North America, Europe, and Asia-Pacific. Different from the traditional, single-discipline based investigation, it presents a multi-disciplinary approach to researching subsidiary dynamics and its effective management, with a focus on three important issues: the role of the headquarters within the context of subsidiaries as members of a differentiated, interdependent network; the development of subsidiary capabilities and their impact on firm performance; and, subsidiaries as learning agents for the MNE, particularly in emerging markets such as China. | ||
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| spelling | Managing subsidiary dynamics headquarters role, capability development and China strategy edited by Joseph L.C. Cheng, Elizabeth Maitland, Stephen Nicholas Bingley Emerald Jai 2009 1 Online-Ressource (xvi, 247 Seiten) Illustrationen txt c cr Advances in international management 1571-5027 v. 22 A major development in recent research on the multinational enterprise (MNE) is the increased attention given to the interdependent, differentiated roles of the subsidiaries and their implications for MNE and subsidiary management. Paralleling this development is the shift away from studying subsidiaries as subunits to be controlled by the headquarters to investigating what subsidiaries do and how their activities can help develop firm-specific advantages. This volume includes contributions from leading scholars in the field from North America, Europe, and Asia-Pacific. Different from the traditional, single-discipline based investigation, it presents a multi-disciplinary approach to researching subsidiary dynamics and its effective management, with a focus on three important issues: the role of the headquarters within the context of subsidiaries as members of a differentiated, interdependent network; the development of subsidiary capabilities and their impact on firm performance; and, subsidiaries as learning agents for the MNE, particularly in emerging markets such as China. Cheng, Joseph L. C. 1952- Maitland, Elizabeth 1972- Nicholas, Stephen 1946- Erscheint auch als Druck-Ausgabe 9781848556669 |
| spellingShingle | Managing subsidiary dynamics headquarters role, capability development and China strategy |
| title | Managing subsidiary dynamics headquarters role, capability development and China strategy |
| title_auth | Managing subsidiary dynamics headquarters role, capability development and China strategy |
| title_exact_search | Managing subsidiary dynamics headquarters role, capability development and China strategy |
| title_full | Managing subsidiary dynamics headquarters role, capability development and China strategy edited by Joseph L.C. Cheng, Elizabeth Maitland, Stephen Nicholas |
| title_fullStr | Managing subsidiary dynamics headquarters role, capability development and China strategy edited by Joseph L.C. Cheng, Elizabeth Maitland, Stephen Nicholas |
| title_full_unstemmed | Managing subsidiary dynamics headquarters role, capability development and China strategy edited by Joseph L.C. Cheng, Elizabeth Maitland, Stephen Nicholas |
| title_short | Managing subsidiary dynamics |
| title_sort | managing subsidiary dynamics headquarters role capability development and china strategy |
| title_sub | headquarters role, capability development and China strategy |
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